1. I N T HE N AME OF G OD

2. T IME T O M ARKET (TTM)

3. W HAT IS TTM ? time to market ( TTM ) is the length of time it takes from a product being conceived until its being available for sale. (Wikipedia) Length of time taken in product development process from product idea to the finished product. It is a critical component of time based competition.(Business Dictionary)

5. H OW TO M EASURING TTM ? There are no standards for measuring TTM, and measured values can vary greatly. First, there is great variation in how different organizations define the start of the period. Examples : automotive industry starts from concepts, a researching project starts from a subject and..

6. W HY TTM IS IMPORTANT ? First product, build the standards. Time is money ! Allows to company to be a leader instead of being follower. Deny overhead. Important for company popularity in marketing. Longer market time cycle.

7. W HAT IS THE EXACT PROBLEM WITH TTM ? If the TTM doesn’t speed up enough, it may caused money problems and every thing affect by this.

8. W HAT ARE TTM FACTORS ? Clear understanding of customer needs at the start of the project and stability in product requirements or specifications; A characterized, optimized product development process; A realistic project plan based on this process; Availability of needed resources to support the project and use of full- time, dedicated personnel; Early involvement and rapid staffing build-up to support the parallel design of product and process; Virtual product development including digital assembly modeling and early analysis and simulation to minimize time consuming physical mock-ups and testing; and Design re-use and standardization to minimize the design content of a project.

9. H OW TO SOLVE TTM PROBLEM ? 1. Eliminate Waste Unproductive meetings, inefficient processes, and poor communication are some common issues that slow down projects. When time wasting issues exist, implement a system for measuring the amount of time wasted. Define categories of inefficient activity such as "unproductive meeting time," or "design changes due to poor planning." Get consensus about the activities that waste time, then monitor the percentage of time in those wasteful activities compared to total work time. If the percentage is high, it should point out specific corrective actions. Without this data, it can be difficult to understand the magnitude of a particular problem.

10. 2. Speed vs. Efficiency Trade-off Three general modes describe an organization's speed and efficiency: Mode 1 is slow and inefficient (with varying degrees of slowness and inefficiency); Mode 2 is moderately fast and highly efficient; Mode 3 is very fast and inefficient. Only Mode 1 isn't good. Managers must understand that to achieve warp speed, you have to pay the price and give up some fiscal efficiency. Most project teams are in Mode 1 striving to reach Mode 2, so in this case improving both speed and efficiency is a reasonable expectation. At a certain point (Mode 3), boosting resources significantly will provide very little time-to-market (TTM) gain. For example, doubling a development team size from three to six people might get a product out the door in nine months instead of 18. Reducing TTM by even just another two months, however, might require doubling the staff again from six to 12. You must be prepared to pay the price to achieve the most aggressive TTM goals.

11. 3. Invest in Project Planning Projects of significant size need at least two levels of planning to ensure they're executed effectively and efficiently. One level of planning should encompass the entire project scope and include all functional areas involved. Detailed planning at the functional level? especially the engineering function ? is often taken too lightly. Ideally, each project should have an engineering team leader who excels at project planning, has enough time allocated for planning, and has a good rapport with managers and key team members. If any of these attributes are missing, TTM will likely be impacted, so it's worth investing in strong technical leaders.

12. 4. Foster Collaboration and Commitment Is your team environment more collaborative or competitive? When employees are competing fiercely with each other for raises, promotions, or simply to keep their jobs, collaboration is probably weak. If commitment from individuals is lacking, it will certainly slow down a team as well. The most effective way to build commitment is to give people a sense of purpose. Find out the aspects of work that motivate individuals and align work appropriately with interests. Communicate business objectives in a way that helps people see how the objectives overlap with their personal values.

13. 5. Assess the Cost of Delay How much does it cost your organization for each day a project is late? There are three major delay costs to consider: 1) estimated revenue lost for each day of delay; 2) cost to employ the project team for each day of delay; and 3) cost of lost opportunities during the delay period because resources aren't available for new projects. Highly visible cost of delay metrics can be used to improve team performance. No team wants major delay costs associated with their project to be visible, but be careful with this type of measurement. You don't want circumstances outside of a team's control to damage their credibility.

14. For sure there are more solutions like hiring more or automated and … but in my idea the most reliable things was the 5 points that I mentioned.

15. R EFERENCES www.wikipedia.com https://spie.org http://mymushin.com/ www.businessdictionary.com www.techopedia.com www.npd-solutions.com Dr.Ejlali digital system design slides

16. T HE E ND